Some Common Project Management Mistakes Most Organizations Make

Some Common Project Management Mistakes Most Organizations Make

Trace just about every project management war story back to its inception, and you’re almost sure to find one of the following six all-too-common mistakes.

1 – Micromanagement. The executive group thinks their involvement is helping, but in fact they’re often impeding the team’s efforts and progress—by demanding too much information too frequently, or by expecting to be too involved when they aren’t actively contributing to the project management consulting team’s efforts.

2 – Not enough people. Project management professionals are the engines driving your project’s train. Whether it’s a misguided attempt to save money or simple naivety, assigning too few people to a project is a lose-lose situation. Your project’s objectives aren’t likely to be met, budgets will be blown, and your team will burn themselves out trying to take up the slack.

3 – Not enough money. Budget and scope are related; it’s as simple as that. If funds are lacking, then the scope must be scaled back accordingly. Piggybacking on another project or tapping multiple too-small line items are rarely successful solutions.

4 – Not enough time. Planning, procurement, and execution take time. Everything that happens behind the scenes still needs to happen, even if senior management doesn’t see the machinations. Overlapping incompatible activities or hurrying key steps will only cause headaches later.

5 – Not enough information. Critical information isn’t shared with the right people, or too few data points are disseminated to the team. Project management professionals need enough information to make the best strategic decisions, and to execute the project in the best way. Assumptions often lead to budget-straining changes down the road.

6 – Changing expectations or objectives mid-stream. Shifting priorities, scope creep, staffing transitions, corporate politics, and stakeholders’ personal whims are just a handful of triggers for this bane of the project management pro’s existence.

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Portfolio Management
Successful portfolio management calls for exceptional data management skills and diligent oversight across multiple efforts.
Demanding, time sensitive, and finely tuned, manufacturing projects require close attention and experienced oversight.
IT Projects
Organizations must be able to successfully execute challenging and highly visible technology projects to maximize revenue.
Power Plants
Power Plants must be able to keep these vital infrastructure assets current, efficient, and economically positive.
High-profile hurdles and expensive risks of failure make these projects critical to manage properly from the very beginning.
Presents complexities at nearly every stage, from allocating resources to controlling schedule variances, or clearing regulatory & safety hurdles.
Ensuring team members are able to move outside the silos of their department or discipline is the key to achieving success.
Product Dev
Design and other early-stage activities must be carefully orchestrated while maintaining visibility on future impacts and resource needs.
Mergers & Acquisitions
Among the riskiest and most strategically important initiatives a company can undertake, and their outcomes can make or break the business.
Finance & Insurance
Technology implementations call for the right level of planning detail and diligent oversight.
An ERP implementation can be among the most disruptive and strategically important initiative an organization can undertake.